And I think they have a belief that the capital structure we put around pursuing that, we’ll have options around probably. And usually, we do and we’ll try to find that right mix of options to pursue any deal that we need to. I personally will tell you that while I’m not against leverage, and I think that in many instances, it’s the right mechanism to do a deal. I probably don’t like loading ourselves up with debt. I don’t think that’s — I know that the textbook tells you to have certain amount of turns or whatever. And I’m just probably not as big a believer in having as much leverage as possible in the books. I think where we sit today is pretty good. We’re going to end the year with a few hundred million dollars of net cash on the books.
I like that position to be in. We’ve got a maturity here in the next few years that we’re going to have to pay off of several hundred, $400-plus million dollars. And I want to be really comfortable. If you’ve lived over the past 20 years to the credit markets, you know that they can seize up literally in a day. I’ve had to list a couple of those. And I want to make sure that we’re not in a position where we’re beholden to capital markets like that.
Greg Parrish: Awesome. Yes. That’s great color. And then maybe for my last question, sort of an odd one. But I want to talk about your marketing strategy, you’re ramping up your campaign for this year. I don’t know if you’re doing anything differently. And you talked about this on the prior question, excuse me, you saw a lot of improvement last year versus a year prior. So I guess, this season, is it kind of running the same game plan that gave you success last year or any material changes?
James Rhyu: Yes. So I think a little bit of both, meaning the program that we ran last year was an improvement over the prior year, and we’ll continue to do those things. As it turns out, I think we also have — we have sort of a multiyear road map of improvements we think, are going to move the needle for us. They require time, investment and good execution. We can’t do them all at once. And so I think we continue to see opportunities to improve our execution, improve the way we draw the funnel in and improve the way we convert the funnel. So I actually think there’s more headroom to improve. I think the team has laid out a really good road map of executing against that road map. And so I actually think that we’re not done here. I think we’ve got a ways to go to — that we can improve across the funnel metrics.
Greg Parrish: Thanks. And congrats again.
Operator: We’ll take our next question from Tom Singlehurst with Citi.
Tom Singlehurst : Yes. Thank you for taking the question. Tom here from Citi. A couple of questions, actually. The first one, probably slightly betraying my ignorance, but Pearson as a competitor has announced a couple of sort of — I saw they want to call them contract wins. So they’ve obviously sort of taking over sort of existing sort of virtual school operations. I’m just wondering whether there are sort of similar opportunities for Stride as well, whether they’re the sort of discrete sort of opportunities to take on sort of additional sort of schools that are already up and running and whether that can be a source of enrollment growth as well over time as they forgive the basic question. And then the second one is on the technology bootcamps piece.
I mean, obviously, I suppose the trends that you’re seeing there are representative of what’s being seen sort of across the industry. I’m just interested what, if anything, you’re going to do about it? I mean is it just one of those things where you just need to stick with it and wait for it to work through? Or is there some remedial action to try and stimulate demand. Any thoughts on when that turns around would be very much appreciated. Thank you.
James Rhyu: Yes. So let me take that sort of Pearson question first. I think the first thing I would say is that maybe this — I don’t know, maybe I get criticized for saying that, like, I want Pearson to succeed actually. I think it’s having a good healthy robust competitive market. It’s really good for everybody. I think education in this country needs that. So I’m personally rooting for Pearson. I hope they continue to have success with their programs. I’m personally not a fan. And again, this is probably maybe not what everybody wants. I’m personally not a fan of sort of taking over other people’s clients unless there’s a situation where it’s necessary. I think we’re all better off if we grow the pie, then try to split the pie up in more pieces.
I think our approach largely focuses on growing the pie. And again, I think our education system is — needs that. So I think if we’re all trying to fight over the breadcrumbs here, then I think we’re not doing what’s best for the marketplace, and we’re not doing what’s best for each other. Having said that, if that’s the game that everybody is going to play, then of course, we’re going to play that game, and we’re going to play to win. But my preference is to grow the pie. I know that Pearson’s lost some contracts. And of course, they’ve got a business to run, and they need to find ways to sort of get that growth back. And so I respect whatever they think they need to do, to do that. But I don’t see that right now as necessary for a path for us to continue to grow the way we’ve been growing.
